Sales Leadership Consulting For B2B Sales Organizations
Building a strong B2B sales organization extends beyond the sales leadership, sales management, and the sales representatives. It is a process which involves a collaborative relationship with all of the functional departments within the organization in addition to corporate leadership executives.
Nothing great is ever accomplished alone, and the process of turning around a sales organization is no different. Sales organizations often operate in a cocoon, and unintentionally disregard the contributions from other departments which are necessary for sales acceleration. This often leads to a catastrophic failure in sales turnaround implementation.
For example, consider a situation where the leads being created by marketing were not being appropriated to sales properly via the CRM system. The B2B sales team has launched its new growth initiatives and is positive and enthusiastic about growing revenue. The performance metrics indicate a 50% increase in sales calls, and a 100% increase in closes per lead. Now they are out of leads. Instead of closing more deals, they are slowed down due to being relegated to cold calling activities.
Just a week into the re-launch, the B2B sales team is frustrated and disheartened. Motivation dips, and productivity wanes. If not resolved within a couple of days, the sales team will be back where it started. Unfortunately, sales leadership did not involve any other departments in its sales re-launch. Marketing is busy with other projects including preparing the slides for the CEO’s quarterly conference call with stockholders. Besides, as far as they are concerned, they are creating leads, and that is all that was required of them. IT is currently working on bug-fixes for its customer support software, and has no time to find out why the leads are not showing up in the system correctly. They tell you to fill out a support request, but it will take at least two weeks before your support ticket is addressed.
If both departments would have been involved in the sales turnaround initiative, they would have a stake in this problem and be prepared to quickly rectify it. This is just an example of the importance of sales leaderships role in interdepartmental collaboration.
Instead of exclusion, Sage Warfield embraces the key executives and engage them as stakeholders in the process of revenue growth. When leaders from sales, IT, marketing, finance (including credit and collections), legal, customer support, sales training, and human resources are all aligned with a common goal and purpose, the opportunity for sales growth multiplies exponentially.
In addition to the benefit of revenue growth attained through company-wide involvement, the behavior and attitudes of the B2B sales team more closely mirror the image of the company when all departments are working together. In some companies, sales operates as a separate entity from the rest of the departments. This climate is dangerous to its brand and corporate image. Brands with sterling reputations, built over several decades, have been irreparably damaged due to a maverick sales force conducting business in a manner incongruent with the company’s core mission, vision, and values.
It is incumbent upon sales leadership to realize that the B2B sales organization can only be world-class if supported by a world class company. Once the entire company is moving in perfect unison toward a common goal, we will truly witness the power of “team”.
"The Sage approach states that each location is worked with individually. Does this mean that our company will have multiple sales processes?"
No. The sales process will be customized for the entire sales organization. However, the sales process itself is a relatively small part of sales improvement. Implementation and utilization of the process is much more important than the process alone. Our implementation addresses psychological and behavioral issues that effect user adoption and internal belief systems. These factors ultimately determine the success of the process.
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